Solving Problems in Times of Disruption: Building Organisational Resilience
In a world marked by rapid, often unpredictable change, organisations face immense pressure to adapt while still meeting goals and maintaining performance. Resilient organisations are not only able to respond swiftly to disruption but also have embedded structures and mindsets that enable them to turn challenges into growth opportunities.
Here are three essential strategies to build resilience and enhance problem-solving capabilities in uncertain times.
1. Cultivate a Growth Mindset for Adaptability and Innovation
Organisations with a growth mindset encourage employees to view challenges as learning opportunities rather than setbacks. This mindset fosters creative problem-solving and adaptability—qualities essential in times of disruption (Murphy & Reeves,2019). To implement this approach, organisations can build “learning moments” into their workflows.
After each major project or crisis, hold debrief sessions to reflect on what went well, what didn’t, and how to improve (Hildén & Tikkamäki, 2013). Recognizing efforts to adapt and learn, even if outcomes were less than ideal, reinforces the importance of innovation and resilience.
By embedding these reflective practices, companies prepare their teams to approach future challenges with greater agility and openness.
2. Empower Distributed Decision-Making for Enhanced Agility
In disrupted environments, relying on centralized decision-making can slow down responses and stifle innovation. Empowering teams to make decisions within their domains can increase agility and provide employees with a sense of ownership and accountability (Zak, 2017). To support distributed decision-making, organisations should establish clear guidelines that define each team’s decision-making boundaries and equip them with relevant data and resources (Rigby et al, 2018).
For example, customer-facing teams can be given autonomy to resolve service issues quickly based on real-time customer insights.
This approach reduces bottlenecks, speeds up problem-solving, and enables frontline teams to address issues directly, all while staying aligned with broader organisational goals.
In 2015, ING, a major European bank, embarked on a large-scale agile transformation to better respond to fast-changing market demands and enhance customer satisfaction.
By restructuring its workforce into cross-functional “squads” and larger “tribes,” ING aimed to increase flexibility, speed, and collaboration across departments. This agile model allowed the bank to streamline decision-making, empower teams, and respond more effectively to customer needs.
As a result, ING saw significant improvements in employee engagement and customer experience, positioning itself as a more resilient and responsive player in the financial sector.
3. Strengthen Core Capabilities as “Shock Absorbers” for Stability
A resilient organisation is prepared to withstand disruption by investing in core capabilities—such as strong leadership, and a deep focus on customer needs. These elements act as “shock absorbers,” providing internal stability and continuity when external conditions are unpredictable and yet many companies fail to do implement changes to strengthen these aspects.
Data from Zippia shows that while 83% of businesses recognize the importance of cultivating leaders across all levels, only 5% have actually implemented leadership development programs throughout their organisation.
Strengthening customer relationship management systems allows teams to monitor and respond to shifting customer needs in real-time whereas investing in leadership development equips managers with the skills to guide teams through change, keeping problem-solving efforts focused and effective.
By reinforcing these foundational capabilities, organiSations can pivot more smoothly, maintaining operational integrity while adapting to new demands.
Takeaway
Embedding these resilience-building strategies enables organisations not just to survive but to thrive amid disruption. By cultivating adaptability, agility, and stability, leaders can ensure their organisations are prepared to meet future challenges with confidence and sustain success over the long term.
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References:
Murphy, M., & Reeves, S. (2019). Personal and organizational mindsets at work. Research in Organizational Behavior. https://doi.org/10.1016/j.riob.2020.100121.
Hildén, S., & Tikkamäki, K. (2013). Reflective Practice as a Fuel for Organizational Learning. Administrative Sciences, 3, 76-95. https://doi.org/10.3390/ADMSCI3030076.
Zak, P. J. (2017). Trust Factor: The Science of Creating High-Performance Companies. New York, NY: American Management Association.
Rigby, D. K., Sutherland, J., & Noble, A. (2018). Agile at scale. Harvard business review, 96(3), 88-96.